Growing up, I was a precarious, hourly paid shift worker. Many times in my early-to-mid 20s, I was faced with too much month at the end of the money. The gig economy model of work did not yet exist, and with rigid shift scheduling and strict employment processes, I had to rely on loans to make ends meet. Since then, my belief has not changed: This is not the way new entrants to the labour market should start their careers.
Until we open up our minds about what "talent" and "best and brightest" should really mean in the context of the labour market, we are leaving many skilled people out of the innovation agenda. Right now we have an exclusive mindset when it comes to talent, linking it too much to spending a long time in higher education.
Traditionally known for paper printing, TPH introduced their 3D printing studio last November; intent on embracing modern change and 3D printing accessibility for clients. Taking on the service direction of both B2B and B2C requires the ability to be adaptable as heck, as well as hold an array of the right equipment and design knowledge.
Time is a precious commodity. Everyone wants more of it but there are only 24 hours in a day. And every company wants to be seen as innovative but it is not something you can always book a meeting to accomplish. Innovation usually requires an investment of time and resources.
As mayor, I am often asked what the key ingredients are that make Markham one of the most vibrant and successful municipalities in Canada. The answer is simple. Diversity is Markham's strength. Professionals, business executives, retail operators and skilled trades persons come to our city from all over the world.
The transformational company recognizes that global forces such as accelerating climate change, rising inequality, growing resource scarcity and changing customer expectations are affecting the context in which it can succeed and thrive. To build its social license to grow, it future-proofs its operations and supply chains by tackling social problems through its core business model.
If you have something the rest of the world wants, you figure out how to profit by providing it; you do not denigrate the opportunity before you. That's just common sense. It's also common sense that you exploit other opportunities to make money. One does not prevent pursuing the other.
Every nation, including Canada, dreams of building the next Silicon Valley. However, this means more than just copying what makes Silicon Valley great. It also means leveraging existing advantages that are prevalent nationally and building the right processes and ecosystem, while taking into account the differences that make nations unique.
While the concept of creating corporate incubators is sound, the numerous attempts at implementation have been beset by a number of issues, including lacklustre results. With so many of today's corporate incubators having significant problems creating positive results, what can be done to address these issues?
As innovation moves to the forefront of corporate agendas, corporations are attempting to capture the competitive advantages that result from innovation. While many believe that innovation can be captured with existing organizational processes, these are actually a severe impediment to innovation.
The word "innovation" appears 122 times in the federal government's 2012-2013 budget. The government is clearly frustrated by the limited success of its programs to spur innovation in Canadian businesses. Is innovation is really an issue that large-scale government programs can solve?
University students in Canada may soon be able to make a quick buck just by going to class and taking notes. NoteWagon, a